Now seems to be a particularly good time to look at the world surrounding us and gain a little perspective.
I'm not negating the importance of the everyday work that we do and the accompanying challenges - but I do believe that the occasional reality check helps place the difficulties at work in their rightful place.
Missed plan by 1.5% last month? Let's compare that to the challenges faced by the families of Oso, Washington; where an entire neighborhood is under feet of mud and it still is unclear how many perished.
Process is broken and it seems hopeless? That's bad. . .but not as bad as having a loved one onboard Malaysian Airlines Flight 370 and even though you've been told that the flight was lost - there is little hard evidence of what went wrong.
To be the best that we can be - it is vitally important that we place things in their proper perspective. Work, without a sense of realism, becomes unrealistic. Work, placed in its proper perspective, attains a new vitality and meaning within the world around us.
And yes, sometimes things at work seem hopeless. . .but to have a broader perspective lets us realize that, in the scheme of things, it is not hopeless. . . there are things in the world that are so much worse than the situations we face. Truly, we can figure out whatever challenges we face.
Can't get along with certain parts of the organization and it seems totally dysfunctional? It could be worse, you could be a member of Congress.
In my experience, putting things in their proper perspective makes us true realists. . .and even perhaps gives us added courage to face both the small and big challenges presented by daily life.
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Brent Frerichs is the author of "Courageous Questions, Confident Leaders" available for e-readers, tablets and PCs from Amazon Kindle.
Wednesday, March 26, 2014
Wednesday, March 19, 2014
How to Cut Your Workload
There will never be enough time. . .in light of that, it is our duty to make the best stewardship of the time we have available - you need time to do the really important tasks as well as have a sensible work/life balance. Candidly, that probably requires that you cut your current workload. Ask yourself these questions:
Am I perpetuating an issue, whether in person or via e-mail, over minutia? I've seen this over and over, individual complains about the number of meetings and/or e-mails regarding a certain issue. Fact of the matter is that the individual is perpetuating the meetings by their desire for ultimate control. "Well, I really think the break room should be painted a deeper blue." "The wording of the third paragraph doesn't seem to quite fit the occasion." "Maybe the next time I see the document you could increase the margins by an eighth of an inch."
Got news for you - nobody cares. So give yourself, and everyone else, a big, fat break and don't spend time dwelling over the inconsequential. Your job is to make sure that everyone gets the point, not what font the point is printed in.
Am I trying to do other people's jobs? If you are, stop it. If you really (REALLY) can't trust them to do the job - they are the wrong fit. Chances are, however, they are perfectly capable and if you're doing the work for them, you're guilty of deliberately underutilizing a human resource.
Do we really need this meeting? Just because you've blocked out a meeting a week for the next 37 years doesn't mean it is still viable. Really challenge yourself if a meeting is still required.
Do we really need this report? The principle outlined above for meetings also applies to reports. Also consider the issue of duplication - does another report do the same job as the report you are about to work on?
Am I wasting my time, and other people's times, by inserting myself into a discussion? Maybe you need to be part of the discussion - but there's a good chance you should just let it go. Again, if people understand the strategy, you should feel comfortable letting them execute the tactics.
And that is the key - your job as a leader is to outline the strategy - clearly and concisely - to a team that you trust. When you do that well, not only have you reduced your own potential workload - but also the workload of every individual on your team.
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Brent Frerichs is the author of "Courageous Questions, Confident Leaders" available for I-Pads, e-readers, PCs on Amazon Kindle.
Am I perpetuating an issue, whether in person or via e-mail, over minutia? I've seen this over and over, individual complains about the number of meetings and/or e-mails regarding a certain issue. Fact of the matter is that the individual is perpetuating the meetings by their desire for ultimate control. "Well, I really think the break room should be painted a deeper blue." "The wording of the third paragraph doesn't seem to quite fit the occasion." "Maybe the next time I see the document you could increase the margins by an eighth of an inch."
Got news for you - nobody cares. So give yourself, and everyone else, a big, fat break and don't spend time dwelling over the inconsequential. Your job is to make sure that everyone gets the point, not what font the point is printed in.
Am I trying to do other people's jobs? If you are, stop it. If you really (REALLY) can't trust them to do the job - they are the wrong fit. Chances are, however, they are perfectly capable and if you're doing the work for them, you're guilty of deliberately underutilizing a human resource.
Do we really need this meeting? Just because you've blocked out a meeting a week for the next 37 years doesn't mean it is still viable. Really challenge yourself if a meeting is still required.
Do we really need this report? The principle outlined above for meetings also applies to reports. Also consider the issue of duplication - does another report do the same job as the report you are about to work on?
Am I wasting my time, and other people's times, by inserting myself into a discussion? Maybe you need to be part of the discussion - but there's a good chance you should just let it go. Again, if people understand the strategy, you should feel comfortable letting them execute the tactics.
And that is the key - your job as a leader is to outline the strategy - clearly and concisely - to a team that you trust. When you do that well, not only have you reduced your own potential workload - but also the workload of every individual on your team.
Like it? Share it!
Brent Frerichs is the author of "Courageous Questions, Confident Leaders" available for I-Pads, e-readers, PCs on Amazon Kindle.
Wednesday, March 12, 2014
Bullies in the Workplace. . .and What to Do About Them
Seeing as how the Real Housewives of New York just kicked off - somehow I feel compelled to talk about bullying. . .go figure.
In the decade of selfishness, the 80's, one of the supposed hallmarks of success was the ability of any individual to get their way, regardless of the number of bodies or heaps of ashes left behind in their wake.
Unfortunately, some people have not evolved from this rather untoward behavior. Here are some archetypes that should set off alarms. . .and what to do about them.
The Spoiled Little Boy or Girl:
Their game: they have somehow weaseled their way into the good graces of some senior leader and then exploit that position of privilege by acting like a spoiled brat with the remainder of the workforce. (Noted variation: or they have not bothered to work their way into favor within anyone yet act like spoiled brats anyway.)
Characteristics: pouting, temper tantrums, mood swings exceeding 320 degrees. Can quickly intimidate an entire room with any of these.
How to beat them at their game: play your game and ignore theirs. Do great work. Be a strong team member. You'll outlast them.
The Prince or Princess of Position
Their game: either through longevity or title, they are the self-proclaimed experts. To challenge their authority would be utter temerity.
Characteristics: shallow, self-important authority - usually fueled by insecurity. Key phrases include: "I work harder than you." "I know better than you."
How to beat them at their game: remember this - people only have as much authority as you give them. Don't be confrontational, but neither should you automatically genuflect. . .er, I mean, capitulate. Present rational, well-reasoned work - in the end, you'll win.
The Bigger-Than-Life Buffoon
Their game: throw everyone off guard by being louder, more contentious and way more obnoxious than anyone else. This way, one can get one's way because people simply don't want to be around you.
Characteristics: big, over-the-top, exaggerated drama.
How to beat them at their game: as much as you don't want to be around this individual, you need to be as long as this person is on the team. Suck it up - usually you don't need to be around this person for a long time. But try this - approach them with a tone that is entirely different than the persona they present - you'll be pleasantly surprised.
The Ever-So-Righteous
Their game: they're right, you're wrong.
Characteristics: they will stop at nothing to prove that they were right (even if they weren't) and they will spend endless hours looking at minutiae to try to find an error of yours.
How to beat them at their game: understand that 1) being right is not all it's cracked up to be - what's right today may very well be wrong tomorrow, 2) everyone (including you and they) make mistakes and that's reality, and 3) the religion of being right is really a very frail infrastructure.
Here is the very personal lesson I have learned after allowing myself to be sucker punched by the above types. Do what you do best - play by the rules - and do great work. At the end of the day - that's what truly matters. . .not only to your team, but more importantly, to your heart and soul.
Like it? Share it!
Brent Frerichs is the author of "Courageous Questions, Confident Leaders" available for tablets, e-readers and PCs on Amazon Kindle.
In the decade of selfishness, the 80's, one of the supposed hallmarks of success was the ability of any individual to get their way, regardless of the number of bodies or heaps of ashes left behind in their wake.
Unfortunately, some people have not evolved from this rather untoward behavior. Here are some archetypes that should set off alarms. . .and what to do about them.
The Spoiled Little Boy or Girl:
Their game: they have somehow weaseled their way into the good graces of some senior leader and then exploit that position of privilege by acting like a spoiled brat with the remainder of the workforce. (Noted variation: or they have not bothered to work their way into favor within anyone yet act like spoiled brats anyway.)
Characteristics: pouting, temper tantrums, mood swings exceeding 320 degrees. Can quickly intimidate an entire room with any of these.
How to beat them at their game: play your game and ignore theirs. Do great work. Be a strong team member. You'll outlast them.
The Prince or Princess of Position
Their game: either through longevity or title, they are the self-proclaimed experts. To challenge their authority would be utter temerity.
Characteristics: shallow, self-important authority - usually fueled by insecurity. Key phrases include: "I work harder than you." "I know better than you."
How to beat them at their game: remember this - people only have as much authority as you give them. Don't be confrontational, but neither should you automatically genuflect. . .er, I mean, capitulate. Present rational, well-reasoned work - in the end, you'll win.
The Bigger-Than-Life Buffoon
Their game: throw everyone off guard by being louder, more contentious and way more obnoxious than anyone else. This way, one can get one's way because people simply don't want to be around you.
Characteristics: big, over-the-top, exaggerated drama.
How to beat them at their game: as much as you don't want to be around this individual, you need to be as long as this person is on the team. Suck it up - usually you don't need to be around this person for a long time. But try this - approach them with a tone that is entirely different than the persona they present - you'll be pleasantly surprised.
The Ever-So-Righteous
Their game: they're right, you're wrong.
Characteristics: they will stop at nothing to prove that they were right (even if they weren't) and they will spend endless hours looking at minutiae to try to find an error of yours.
How to beat them at their game: understand that 1) being right is not all it's cracked up to be - what's right today may very well be wrong tomorrow, 2) everyone (including you and they) make mistakes and that's reality, and 3) the religion of being right is really a very frail infrastructure.
Here is the very personal lesson I have learned after allowing myself to be sucker punched by the above types. Do what you do best - play by the rules - and do great work. At the end of the day - that's what truly matters. . .not only to your team, but more importantly, to your heart and soul.
Like it? Share it!
Brent Frerichs is the author of "Courageous Questions, Confident Leaders" available for tablets, e-readers and PCs on Amazon Kindle.
Thursday, March 6, 2014
Nobody Cares
Does anybody really care?
Don't take this in the cynical sense - take it as a healthy barometer to improve productivity and your professional life.
Look at all of the facets of the work that you and your team do; in each case, ask yourself honestly - "Does anyone care?"
We all work in cultures of history. Processes, paperwork, meetings all layer on throughout the years like sediment. . . to the point of choking productivity and reducing team member satisfaction. If team members are spending their team producing things that nobody cares about - how inefficient (and disheartening) is that?
If you can give up clinging to "the way that things are done" and refresh your outlook - you may find that "Nobody cares," can be a really freeing thought.
Early in my career, I spent over a decade and a half at a company I believed in. I had grown my professional career at this company and invested thousands of hours in its success. Times, however, had changed. The company had not. Toward the end of my tenure, I had to ask myself that acid question - what would happen if the company closed tomorrow? Immediately I knew the answer - nobody, not a single customer, would care. At that freeing moment it was clear to me, I had to move on.
If nobody cares - it is time to step forward and make changes to create work that people really do care about.
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Keywords: caring about work, caring about the team, passion in leadership, passion in work.
Brent Frerichs is the author of "Courageous Questions, Confident Leaders," available for e-readers, tablets and PCs on Amazon Kindle.
Don't take this in the cynical sense - take it as a healthy barometer to improve productivity and your professional life.
Look at all of the facets of the work that you and your team do; in each case, ask yourself honestly - "Does anyone care?"
- "We generate this report every single week - does anyone use it?"
- "This is a regularly scheduled meeting - but would people be better off getting that time back and is there a better way we could communicate the information?"
- "It's time (once again) to do the company newsletter - does anyone really read it?"
We all work in cultures of history. Processes, paperwork, meetings all layer on throughout the years like sediment. . . to the point of choking productivity and reducing team member satisfaction. If team members are spending their team producing things that nobody cares about - how inefficient (and disheartening) is that?
If you can give up clinging to "the way that things are done" and refresh your outlook - you may find that "Nobody cares," can be a really freeing thought.
Early in my career, I spent over a decade and a half at a company I believed in. I had grown my professional career at this company and invested thousands of hours in its success. Times, however, had changed. The company had not. Toward the end of my tenure, I had to ask myself that acid question - what would happen if the company closed tomorrow? Immediately I knew the answer - nobody, not a single customer, would care. At that freeing moment it was clear to me, I had to move on.
If nobody cares - it is time to step forward and make changes to create work that people really do care about.
Like it? Share it!
Keywords: caring about work, caring about the team, passion in leadership, passion in work.
Brent Frerichs is the author of "Courageous Questions, Confident Leaders," available for e-readers, tablets and PCs on Amazon Kindle.
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